Site Selection and Development Sample Clauses

The SITE SELECTION AND DEVELOPMENT clause outlines the process and criteria for choosing and preparing a location for a project or business operation. It typically details the responsibilities of each party in identifying suitable sites, conducting due diligence, and ensuring compliance with zoning, environmental, and regulatory requirements. This clause ensures that both parties have a clear understanding of how the site will be selected and developed, minimizing disputes and delays related to location suitability and readiness.
Site Selection and Development. 3.1. BRA shall approve each site proposed by Ventures for each Bistro Restaurant to be developed hereunder in the Development Area subject to standards approved by BRA. Before committing to a site, Ventures shall submit to BRA such information and materials as BRA may reasonably request to evaluate the site. After receipt of such information and materials, BRA, in its sole discretion, shall approve or refuse to approve the proposed site. BRA shall either approve or reject a proposed site not later than ten (10) days after receipt of all information and materials requested pursuant to this Section 3 and after expiration of the period specified in Section 3.2, if applicable. No site shall be deemed to have received BRA's approval unless it has been approved in writing by BRA. 3.1.1. If BRA approves a site proposed by Ventures, the Bistro Restaurant on the proposed site shall be developed by the LLC with all economic benefits and burdens of such restaurant inuring and accruing to the LLC. No territorial, franchise, site, license, royalty or other such fees shall be payable to BRA with respect to such restaurant. 3.1.2. If BRA does not approve a site proposed by Ventures, Ventures may, at its option, develop a Bistro Restaurant on the proposed site, subject to (i) executing and delivering to BRA BRA's standard form franchise agreement for the Bistro Restaurant to be developed on the proposed site and (ii) paying the LLC $5,000 (or the then prevailing amount if different) per Bistro Restaurant to be opened as an initial installment of the total $10,000 territorial fee (or the then prevailing total standard territorial fee if different) to be paid with respect to each Bistro Restaurant. 3.1.3. If BRA sells a territory within the Development Area to a third party, upon sale of such territory, BRA shall credit and pay upon receipt of funds to the LLC's account for each Bistro Restaurant site to be opened in the territory, the initial installment of the territorial fee equal to $5,000 (or the then prevailing amount if different) per Bistro Restaurant to be opened as an initial installment of the total $10,000 territorial fee (or the then prevailing total standard territorial fee if different) to be paid with respect to each Bistro Restaurant. Each such Bistro Restaurant shall pay a royalty to be determined by BRA of not less than 5% of sales to BRA, and the entire royalty fee paid by such Bistro Restaurant shall be paid over by BRA to the LLC by the 10th day of the...
Site Selection and Development 

Related to Site Selection and Development

  • Research and Development (i) Advice and assistance in relation to research and development of Party B; (ii) Advice and assistance in strategic planning; and

  • Creation and Development Fee If the Prospectus related to a Trust specifies a creation and development fee, the Trustee shall, on or immediately after the end of the initial offering period, withdraw from the Capital Account, an amount equal to the unpaid creation and development fee as of such date and credit such amount to a special non-Trust account designated by the Depositor out of which the creation and development fee will be distributed to the Depositor (the "Creation and Development Account"). The creation and development fee is the per unit amount specified in the Prospectus for the Trust. (16) Article III is hereby amended by adding the following section:

  • Training and Development 3.1 Authorities will develop local 'Workforce Development Plans (see Part 4.8),' closely linked to their service delivery plans, which will provide the focus for the establishment of training and development priorities. Training and development should be designed to meet the corporate and service needs of authorities both current and in the future, taking into account the individual needs of employees. Local schemes on training and development should enable authorities to attain their strategic objectives through development of their employees. Training and development provisions should be shaped to local requirements and take account of the full range of learning methods. Such an approach should enable access to learning for all employees. The needs of part time employees and shift workers need particular consideration. 3.2 Employees attending or undertaking required training are entitled to payment of normal earnings; all prescribed fees and other relevant expenses arising. Employees are also entitled to paid leave for the purpose of sitting for required examinations. When attending training courses outside contracted daily hours, part-time employees should be paid on the same basis as full- time employees. (Assistance for other forms of learning, for example that directed at individual development, will be locally determined). Some training can be very expensive and authorities may require repayment of all or part of the costs incurred should an employee leave the authority before a reasonable time period has expired. The authority's policy in this regard should be made explicit. 3.3 Objectives for training and development programmes should include the following: • To enable Councils to attain their strategic objectives via investment in their employees. • To promote equity of access to learning. • To encourage employees to develop their skills and level of responsibility to the maximum of their individual potential. • To widen and modernise the skills profile of employees to maximise their versatility, employability and so, job security. • To enable employees to raise productivity, quality and customer service in pursuit of sustainable improvement 3.4 Authorities should establish local partnership arrangements, to include recognised trade unions, to develop their local workforce development plans. 3.5 The NJC endorses partnership provision such as the "Return to Learn" scheme. Authorities and the recognised trade unions shall encourage and support employees taking on the statutory Union Learning Representative (ULR) role. This will include agreeing facilities and paid release in accordance with statutory provisions. ULRs should be enabled to play a full part in promoting and implementing local training and development programmes.

  • Learning and Development 8.1 The Ministry is committed to creating a people management environment where the focus is on enhancing capability and supporting our people to build successful and rewarding careers. 8.2 This will enable the Ministry to meet the needs and expectations of stakeholders and continuously improve the quality of the service it provides by ensuring we have the capability and capacity needed to meet the expectations of New Zealanders in delivering first class justice services. 8.3 The Ministry will value and prioritise development – promoting and supporting learning as a constant for everyone. Career and personal development will be a strong focus within the Ministry. 8.4 We will endeavour to ensure that every employee has access to a range of development opportunities that ensure they have the skills needed to perform effectively in their role, and to develop new skills for future roles. People will take responsibility for their own learning and development, and will have the support and tools to enable them to do this. 8.5 The Ministry recognises that our managers and team leaders are critical to our success. 8.6 We will ensure they have the skills necessary to be successful in their roles, and encourage and support them in continually developing their leadership and management skills. 8.7 We will work to clearly define management structures and career paths, and focus on ensuring we have the management and leadership capability necessary to lead us into the future. 8.8 We will work in partnership with our managers and team leaders to identify development opportunities that contribute to their success as a leader and supporting their career aspirations. 8.9 To achieve this, the Ministry will develop a comprehensive range of learning and development opportunities for managers and team leaders.

  • Staff Development As part of their induction, new staff will be made aware of this policy and will be asked to ensure compliance with its procedures at all times.